Assoc. Prof. Dr. Sezer Cihan Günaydın Kesken, Head of Aviation Management, Faculty of Applied Sciences at Istanbul Gelisim University (IGU), evaluated what different generations expect from management and managers in business life, their career goals, their commitment to their organizations and what problems they encounter while working together at work.
ONE OF EVERY 4 GENERATION Z YOUTH WANTS TO BE AN ENTREPRENEUR!
In recent years, the concept of generations is one of the most researched and emphasized issues in terms of the success of management practices. Assoc. Prof. Dr. Kesken stated that the Y generation, born between 1977 and 2000, is the most active and productive generation in business life. She explained how the Y generation, who is open to innovations and changes, and the Z generation, who aim to be the manager of their own business, can work together in the millennium age where changes are experienced at a dizzying speed. She also added the following:
“Generation Y are distant from authority figures. Rather than using position-based authority, they want to work with managers they respect and believe can be role models for them. This generation, which is very fond of their freedom, does not like to take orders and to be under authority. Hence, it is a generation that cannot be managed with oppressive and authoritarian management models. However, Generation Z is a generation that uses the most successful technology of all generations, is very good at adapting to new developments, is particularly ambitious, and has common goals such as earning the financial means to build their lives the way they want, and starting their own business. According to the research, 1 out of every 4 people in the Z generation wants to be an entrepreneur and set up their own business.”
“THE BEHAVIOR OF INDIVIDUALS CANNOT BE EXPLAINED BY GENERATION CHARACTERISTICS”
With a solid understanding of the expectations and preferences of emerging generations, companies will be equipped to attract the next generation of talent, maximize their potential, alleviate the inevitable intergenerational challenges, and leverage intellectual diversity through an intergenerational diverse workforce. Nevertheless, it is not as deep and strong as the personality phenomenon of an individual being a generation Y or Z. Behaviors of individuals cannot be explained by generation characteristics alone.
In order for both generations to be more productive in common working areas, the following can be done:
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It is significant for the management of the Y generation to measure the employee engagement survey for periods of 3-6 months and to determine the intention and reasons for leaving the job.
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Gen Y will never be satisfied in a job where they cannot use their skills and potential. Therefore, having the opportunity to transfer to other positions within the company will increase the sense of belonging of this generation.
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Generation Z needs to work with “facilitator” managers who will guide them in terms of career but at the same time leave them autonomous in their choices and support their entrepreneurial spirit.
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A motivation and rewarding policy that will reward the highly creative and innovative ideas of Generation Z should be implemented.
